High-performance work practices and job embeddedness: A comprehensive test

Using Conservation of Resources (COR) theory, we developed and tested a theoretical model linking high-performance work practices (HPWPs) to employees' quit intentions and job performance via their occupational, organizational, and job-role embeddedness. We also investigated how family embedded...

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Published in:Journal of vocational behavior Vol. 155; p. 104066
Main Authors: Kiazad, Kohyar, Hom, Peter, Schwarz, Gary, Newman, Alexander, Holtom, Brooks
Format: Journal Article
Language:English
Published: Elsevier Inc 01.12.2024
Subjects:
Conservation of resources theory
High performance work practices
Job embeddedness
Retention
High performance work practices
Retention
Conservation of resources theory
Job embeddedness
ISSN:0001-8791
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Abstract Using Conservation of Resources (COR) theory, we developed and tested a theoretical model linking high-performance work practices (HPWPs) to employees' quit intentions and job performance via their occupational, organizational, and job-role embeddedness. We also investigated how family embeddedness (FE) in the organization moderated those indirect relationships, addressing long-neglected family influence on HPWP outcomes. For a broad test of model generalizability, we combined multisource data (n = 1663) from four countries (China, Malaysia, Pakistan, and USA) and established that occupational, organizational, and job-role embeddedness are uniquely important mechanisms translating HPWP effects onto employees' quit intentions and job performance. Crucially, our findings challenge the prevalent view that HPWPs influence staying and performing in uniformly positive ways, as well as the nascent view that FE promotes staying. In fact, we find consistent evidence that HPWPs engender thoughts of leaving by increasing occupational embeddedness and diminish performance contributions by increasing organizational embeddedness. Furthermore, our test provides robust evidence that FE can operate as a “pull-to-leave” factor—either by strengthening positive indirect effects or weakening negative indirect effects of HPWPs on quit intentions. •Work-based job embeddedness constructs differentially explain the effects of high-performance work practices•High-performance work practices can increase employee turnover by increasing occupational embeddedness•High-performance work practices can decrease job performance by increasing organizational embeddedness•Family embeddedness is more likely to strengthen thoughts of leaving rather than staying
AbstractList Using Conservation of Resources (COR) theory, we developed and tested a theoretical model linking high-performance work practices (HPWPs) to employees' quit intentions and job performance via their occupational, organizational, and job-role embeddedness. We also investigated how family embeddedness (FE) in the organization moderated those indirect relationships, addressing long-neglected family influence on HPWP outcomes. For a broad test of model generalizability, we combined multisource data (n = 1663) from four countries (China, Malaysia, Pakistan, and USA) and established that occupational, organizational, and job-role embeddedness are uniquely important mechanisms translating HPWP effects onto employees' quit intentions and job performance. Crucially, our findings challenge the prevalent view that HPWPs influence staying and performing in uniformly positive ways, as well as the nascent view that FE promotes staying. In fact, we find consistent evidence that HPWPs engender thoughts of leaving by increasing occupational embeddedness and diminish performance contributions by increasing organizational embeddedness. Furthermore, our test provides robust evidence that FE can operate as a “pull-to-leave” factor—either by strengthening positive indirect effects or weakening negative indirect effects of HPWPs on quit intentions. •Work-based job embeddedness constructs differentially explain the effects of high-performance work practices•High-performance work practices can increase employee turnover by increasing occupational embeddedness•High-performance work practices can decrease job performance by increasing organizational embeddedness•Family embeddedness is more likely to strengthen thoughts of leaving rather than staying
ArticleNumber 104066
Author Hom, Peter
Kiazad, Kohyar
Holtom, Brooks
Schwarz, Gary
Newman, Alexander
Author_xml – sequence: 1
  givenname: Kohyar
  surname: Kiazad
  fullname: Kiazad, Kohyar
  email: kohyar.kiazad@monash.edu
  organization: Monash University, Australia
– sequence: 2
  givenname: Peter
  surname: Hom
  fullname: Hom, Peter
  email: peter.hom@asu.edu
  organization: Arizona State University, United States
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  givenname: Gary
  surname: Schwarz
  fullname: Schwarz, Gary
  email: gary.schwarz@qmul.ac.uk
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  givenname: Alexander
  surname: Newman
  fullname: Newman, Alexander
  email: alex.newman@mbs.edu
  organization: The University of Melbourne, Australia
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  givenname: Brooks
  surname: Holtom
  fullname: Holtom, Brooks
  email: Brooks.Holtom@Georgetown.edu
  organization: Georgetown University, United States
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Keywords High performance work practices
Retention
Conservation of resources theory
Job embeddedness
Language English
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Snippet Using Conservation of Resources (COR) theory, we developed and tested a theoretical model linking high-performance work practices (HPWPs) to employees' quit...
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SubjectTerms Conservation of resources theory
High performance work practices
Job embeddedness
Retention
Title High-performance work practices and job embeddedness: A comprehensive test
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Volume 155
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